HomeMy WebLinkAboutFY23 Report & Recommendations - FINAL_02-16-22CAPITAL PROGRAM COMMITTEE: FY23 REPORT & RECOMMENDATIONS
February 10, 2022 - FINAL
TOWN OF NANTUCKET – CAPITAL PROGRAM COMMITTEE
FY23 REPORT AND RECOMMENDATIONS
CAPITAL PROGRAM COMMITTEE: FY23 REPORT & RECOMMENDATIONS
February 10, 2022 - FINAL
TABLE OF CONTENTS
INTRODUCTION .................................................................................................................................................................... 1
Summary of Capital Allocations (by Account) ......................................................................................................... 2
General Fund ....................................................................................................................................................................... 2
Enterprise Accounts ......................................................................................................................................................... 2
Summary of Funding Sources ......................................................................................................................................... 3
General Fund ....................................................................................................................................................................... 3
Enterprise Accounts ......................................................................................................................................................... 3
FY23 RequestS ≥ $1M (by Account) ............................................................................................................................. 4
General Fund ....................................................................................................................................................................... 4
Enterprise Accounts ......................................................................................................................................................... 4
Projected Cost of Borrowing Impacts .......................................................................................................................... 5
Taxpayer & Ratepayer Rates ........................................................................................................................................ 5
Debt Service – Principal & interest ............................................................................................................................ 6
Statement of Procedures ............................................................................................................................................... 7-9
Procedural Recommendations ............................................................................................................................. 10-13
Prior Year (Renewed) ............................................................................................................................................ 10-11
Upcoming Year .......................................................................................................................................................... 12-13
Appendices:
Appendix A – Capital Requests by Account & Department
Appendix B – Capital Requests by Funding Source
Appendix C – Appropriations & Expenditures To-date (FY23 Capital Requests)
Appendix D – Town of Nantucket Tax Rate History
Appendix E – Capital Project Request Form (Specimen)
Appendix F – Typical MA Municipal Capital Funding Sources
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INTRODUCTION
The Town of Nantucket (Town) continues to recognize that procurement, construction, and
maintenance of its capital assets are critical activities essential to its future fiscal health and the
appropriate delivery of services to citizens and businesses. Arising therefrom, the primary
objective of Capital Program Committee (CapCom) is to develop, carefully plan, and to maintain a
comprehensive Capital Improvement Plan (CIP) that promotes stability and stewardship. The
foregoing, and all aspects of this report that follow, per revisions to Town Financial Policies &
Procedures (FP&P) adopted by the Select Board, November 16, 2016. The FP&P represent a best
practice requirement of the Town to participate in, and benefit from, the Massachusetts Community
Compact program.
This report is the culmination of many dedicated hours of the CapCom, our Town Manager
& Administration, the Finance Department, Department Heads, and others. CapCom is grateful for
their ongoing assistance—appropriate development and success of the CIP depends on each of
these efforts and objective professionalism—we take this opportunity to thank all involved for their
timely contributions.
The Chair takes this opportunity to thank each of committee member listed below; your
continued interest and regular engagement is a testament to community involvement; your
patience through seemingly endless meetings is a worthwhile endeavor; you are planting trees
whose shade you may never sit in—thank you for your efforts.
Respectfully, the Town of Nantucket Capital Program Committee:
Chair, At-large Rep – Stephen Welch
Vice Chair, FinCom Rep – Jill Vieth
Secretary, At-large Rep – Richard Hussey
Select Board Rep – Jason Bridges
NP&EDC Representative – Kristie Ferrantella
Member-At-Large Rep – Peter Kaizer
Member-At-Large Rep – Christy Kickham
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SUMMARY OF CAPITAL ALLOCATIONS (BY ACCOUNT)
For Fiscal Year 2023 (FY23), of 100 requests totaling $100.25M, the Capital Program Committee
recommends capital allocations for 92 requests totaling $97.59M.
(Note: Amounts throughout are reported in $M with known, minor rounding deviations)
GENERAL FUND & ENTERPRISE ACCOUNTS TOTAL: $97.59M
GENERAL FUND
Dept. Public Works (DPW)
Facilities $.65M
General $.54M
Transportation $7.48M
Fire Dept. $1.25M
Hazard Mitigation $2.25M
Health & Human Services $.10M
IS/GIS $.56M
Marine $2.4M
Natural Resources $.10M
Police $4.99M
School $16.95M
Town Administration $21.93M
General Fund Total: $59.18M
ENTERPRISE ACCOUNTS
Airport $20.34M
Our Island Home $8.65M
Sewer $6.15M
Solid Waste $3.07M
Wannacomet Water Company $.20M
Enterprise Accounts Total: $38.40M
See too:
Appendix A – Capital Requests by Account & Department (w/Request Descriptions)
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SUMMARY OF FUNDING SOURCES
Shown are funding sources for General Fund & Enterprise Accounts:
GENERAL FUND & ENTERPRISE ACCOUNTS TOTAL: $97.59M
GENERAL FUND
ENTERPRISE ACCOUNTS
Borrowing1 $27.44M
Capital Exclusion3 $0.04M
Debt Exclusion3 $8.50M
Free Cash $1.35M
Raise & Appropriate $0.40M
Reappropriation $0.18M
Retained Earnings $0.50M
Enterprise Accounts Total: $38.40M
1 = Typically paid by user fees (unless a General Funds subsidy is required; if such subsidy is required, prior
to the issuance of debt, individual projects must be analyzed for impact on tax rates).
2 = AIP Grant funding sought to pay up to 90% cost; MASSPORT funding may be available to cover up to 5%
3 = See Projected Impacts on pg. 5.
See too:
Appendix B – Capital Requests by Funding Source
Appendix F – Typical MA Municipal Capital Funding Sources
Ambulance Reserve Fund $0.53M
Borrowing1 $6.63M
Capital Exclusion2 $1.02M
Chapter 90 Funds $1.10M
Debt Exclusion3 $41.90M
FEMA Grant $0.31M
Free Cash $7.04M
Raise & Appropriate4 $0.67M
General Fund Total: $59.18M
1 = Town Manager anticipates these may be funded w/in Prop. 2-1/2 Levy Limit
2 = See "Capital Exclusions" in Projected Taxpayer Impacts on pg. 5, which incl. request not shown here (DPW-23-
012 Fleet-Mechanic's Truck $0.12M) that CapCom rec. for out-year funding, TM rec. current year.
3 = See Projected Taxpayer Impacts on pg. 5.
4 = Funded by Annual Required Capital Investment (1% of prior year's total Local Receipts + 1% of prior year's
total collected Real Estate & Personal Property Taxes) = $1,070,000.00 (FY23)
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FY23 REQUESTS ≥ $1M (BY ACCOUNT)
Shown are capital requests of greater than or equal to $1M, by Fund-type, keyed to each
request’s Project Code:
GENERAL FUND
ENTERPRISE ACCOUNTS
AIRPORT Airport Rescue and Fire Fighting Truck-AIP $1.00M
AIRPORT A220 Gate Hardstands $1.10M
AIRPORT Airport Master Plan-AIP $1.30M
AIRPORT Commuter Apron Reconstruction-AIP $6.40M
AIRPORT Terminal Improvements-AIP $8.00M
OIH (E) Our Island Home Facility $8.50M
SEWER Surfside WWTF Membrane Upgrades (Supplemental) $1.00M
SEWER Capacity, Management, Operation & Maint. (CMOM) $2.00M
SEWER PFAS Removal and Treatment $2.50M
See too:
Appendix A – Capital Requests by Account & Department
ADMIN Seasonal Employee Housing $8.50M
ADMIN 2 Fairgrounds Municipal Office Building $6.00M
ADMIN PFAS Groundwater soil investigation $2.00M
ADMIN Affordable Housing $1.63M
ADMIN Baxter Road Relocation Planning $1.50M
DPW - TRAN. Pleasant St. Repaving w/Sidewalk Upgrade (Silver to
Main) $2.00M
DPW - TRAN. Road Improv./Maint. Island Wide (SB Strategic Plan) $2.00M
DPW - TRAN. Sidewalk Improvement Plan (SB Strategic Plan) $1.10M
MARINE Renovate/reconstruct Harbormaster Bldg.
(Supplemental) $2.00M
POLICE LORAN Seasonal Housing Repairs Phase II $4.50M
SCHOOL Campus-wide Improvements $16.40M
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PROJECTED COST OF BORROWING IMPACTS
Project/Purpose Type of Exclusion
Open SpaceCom./Ind./PPResidential
Projected
Rate
Projected
Increase
Projected
Rate
Projected
Increase
Projected
Rate
Projected
Increase
Capital Equipment Exclusion1 $0.0466$3.58$0.0785$6.48$0.0461$3.79Capital
Our Island Home Facility-Design/OPM*
Enterprise Account $0.0262$3.56$0.0416$6.44$0.0245$3.76Debt
Loran Seasonal Housing Repairs Phase 2 $0.0153$3.55$0.0219$6.42$0.0130$3.75Debt
New Senior Center Feasibility Study $0.0044$3.53$0.0022$6.40$0.0015$3.74Debt
$0.0194$3.55$0.0293$6.43$0.0173$3.76Debt2 Fairgrounds Office Building- Design & OPM
Renovate/reconstruct Harbormaster Building
(Supplemental) $0.0085$3.54$0.0096$6.41$0.0058$3.75Debt
Seasonal Employee Housing-Construction $0.0262$3.56$0.0416$6.44$0.0245$3.76Debt
Pleasant Street Repaving w/Sidewalk
Upgrade-Silver to Main $0.0085$3.54$0.0096$6.41$0.0058$3.75Debt
PFAS Groundwater Soil Investigation $0.0085$3.54$0.0096$6.41$0.0058$3.75Debt
Nantucket Public Schools-Campus-wide
Improvements $0.0477$3.58$0.0806$6.48$0.0473$3.79Debt
$0.2112$6.72 $0.3244 $3.74$0.1916$3.93Totals:
Assumptions:
- Assumptions are based on FY22 approved values and tax rates using a shift of 1.70 and Residential Exemption of 25%
- FY22 Residential Tax Rate before Capital & Debt Exclusion is $3.74 per thousand.
- FY22 Commercial Tax Rate before Capital & Debt Exclusion is $6.40 per thousand.
- FY22 Commercial Tax Rate before Capital & Debt Exclusion is $3.53 per thousand.
- CIP=Commercial, Ind. & Personal Property. $2.27M was selected as the benchmark assessment for commercial properties
- Principal and Interest charges are based on 4% over 20 years
Notes:
1 = Includes DPW-23-012 Fleet Mechanic's Truck recommended by TM for the current FY, which CapCom recommends be funded
in an out-year; see Appendix B for complete list of Capital Exclusions (General Fund & Enterprise Accounts).
- There are currently 18 properties classified as Open Space. Their average value is $115,594 (total value is $2,080,700)
- Nantucket has not adopted an "Open Space Discount"/ Difference between Open Space & Res. is the cost of the Res. Exemption
See too: “Appendix D – Town of Nantucket Tax Rate History”
ENTERPRISE ACCOUNTS – RATEPAYER IMPACTS
Water & Sewer: The Wannacomet Water Co. Commission sets revenue requirements resulting in a rate schedule adequate for its needs, including for ongoing operations, existing and anticipated capital improvements, and anticipated necessary reserves. Modifications to its rate
schedule are through a public hearing process. (See https://tinyurl.com/yb7p7gm9) The foregoing is
generally accurate for the Town of Nantucket Sewer Dept., through the Town of Nantucket Sewer Commission. For sewer usage, a tiered rate structure—and a sewer privilege and a capacity usage fee, as may be applicable—are intended to equitably generate revenue for sewer operations. (See:
https://tinyurl.com/y3kwxrxz )
Airport: The Nantucket Memorial Airport pays its obligations from operating revenue derived from a rate schedule of fees and charges for aeronautical, non-aeronautical, ground
transportation, advertising, and other services; its rate schedule is determined by the Nantucket Memorial Airport Commission through a public hearing process. Borrowings authorized (other than for AIP Projects) are typically funded under Bond Anticipation Notes (BANs), which are paid off by certified Retained Earnings. Latest posted rate activity is found here: https://tinyurl.com/yd57ex8z .
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DEBT SERVICE – PRINCIPAL & INTEREST
General Fund and Enterprise Accounts Amortization Tables provide a projection of debt
service schedule, including principal, coupon (interest) rate, interest ($), and payments. Bond
projections are based on the assumptions provided, below. At the time of this report, General
Fund and Enterprise Accounts Amortization Tables were not available. As of their availability, a
revision to this page will provide web-links to the tables.
General Fund Amortization Tables
[INSERT URL]
General Fund: Principal & Interest are based on 4% over 20 years.
Enterprise Accounts Amortization Tables
[INSERT URL]
Enterprise Accounts: Principal & Interest are based on % and years TBD.
See following links for General Fund and Enterprise Accounts Amortization Tables, which
show a projection of debt service schedule, including principal, coupon (interest) rate, interest ($),
and payments. Bond projections are based on the assumptions provided, below.
General Fund Amortization Tables
http://www.nantucket-ma.gov/DocumentCenter/Home/View/18276 [UPDATE URL]
General Fund: Principal & Interest are based on 4% over 20 years.
Enterprise Accounts Amortization Tables
http://www.nantucket-ma.gov/DocumentCenter/Home/View/18275 [UPDATE URL]
Enterprise Accounts: Principal & Interest are based on ___% over ___ years
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STATEMENT OF PROCEDURES
To address its mandate (https://tinyurl.com/uj95b7t), which is to help guide the Town’s capital-
related investments and objectives, Capital Program Committee (CapCom) maintains certain
procedures and undertakes various initiatives. CapCom also conducts an annual self-examination
of related matters. Of note at this time:
Capital Project Request Forms. CapCom starts its review process collecting and evaluating
comprehensive capital project request forms required of department heads for each capital
request. For various utility, by design, form data is entered directly to a relational database;
CapCom accesses this information in a secure online environment. After evaluating forms
for completeness, CapCom hosts department heads and our Town Manager (TM), Finance
Director, and Assistant Finance Director for in-depth Q&A sessions; supplemental
information, requested as applicable, helps CapCom complete its process.
Prioritization & Ranking. After comprehensive analysis and evaluation, CapCom prioritizes
and ranks each fiscal year capital request:
For integrity of process, linking community needs and goals (e.g., service objectives,
health and regulatory requirements, and strategic and master plans) and a transparent,
unbiased methodology are required.
To help address this task, CapCom designed and deployed an Analytical Hierarchy
Process (AHP) framework keyed to the Town’s Financial Policies & Procedures (FP&P)
criteria; AHP establishes a comprehensive, rational framework and systematizes
valuation and application of multiple, diverse criterion, incorporating the diversity of
members’ expertise while smoothing subjectivity; wildly oversimplified, it is a
mathematically-based, human and social science-informed, blind judging framework. As
a result of its use and application, each request is subject to a single set of objective
review standards and analyzed in the context of community-wide needs. Use of the
worksheet produces a numerical Rank of Relative Importance (RORI) per request, which
rankings inform CapCom deliberations. Perhaps of interest—not every criterion (and its
respective value) applies to every request, and as a result, a RORI value of “80” is actually
quite high.
Expansion of the RORI (to include financial and social impacts, risk-management
variables, “Total Cost” concepts, etc.) and developing its use (to better incorporate
criteria of the FP&P, in CapCom and other Town evaluations) are necessary to meet FP&P
objectives and better align the Town’s capital investment with community goals.
Note: Subject to funding availability and deliverability within the upcoming fiscal year,
higher-valued RORI requests are typically recommended for funding; lower-valued RORI
requests are typically moved, as out-year review, into the Town's 10-year CIP List; whenever
reliable cost-forecasting is available, that cost is included in the 10-Year CIP List and in the
alternative, more often than not, order of magnitude placeholder-values are often requested.
Annual Timeline & Related:
For the FY23 budget-cycle, due again to COVID, CapCom met via Zoom video-audio
conferences with its meetings available thereafter on the Town’s YouTube channel.
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STATEMENT OF PROCEDURES (CONT.)
In June, the Chair and Finance began to discuss and prepare the upcoming capital budget
cycle. Due to the volume of capital requests and often the complexity and high costs of
requests, CapCom’s preparation and review (including to work its broader charge under
the Financial Policies & Procedures (FP&P)) require weekly meetings that span several
months. This season, there will have been fifteen (15) meetings. The process is
comprehensive; still, there is room for improvement.
CapCom prefers to begin to receive access to detailed capital project requests in July. This
year, review had to begin early-September. Again, this year, to address concerns for more
information sharing CapCom requested its “Capital – Early & Often” initiative be
extended. Under this initiative Finance Committee (FinCom) and Select Board (SB)
received login-in credentials to access detailed request information on a per request level
at nearly the same time as CapCom. See “Appendix E – Capital Project Request Form
(Specimen)” which illustrates information CapCom requests and reviews.
Beginning in October, the Assistant Finance Director provides the SB a monthly Capital
Program update, through this the interested public is introduced to then anticipated
requests with a sense of costs and TON intentions. FinCom (and CapCom) members are
invited to attend.
In mid-November, CapCom meets with FinCom and SB to jointly review capital requests
and the 10-year CIP List; CapCom fields process-related questions; Town Manager is
available to field request-specific questions.
In mid-December—to facilitate planning of funding sources for its recommendations,
and as a material update to the SB (through TM), FinCom (through its CapCom liaison),
and NP&EDC (through its CapCom liaison)—CapCom provides a preliminary list of
requests to be funded in the upcoming fiscal year.
In early-mid January, as a function of other budgetary matters, potential funding sources
are identified by the Town’s Finance Director and TM; shortly thereafter, CapCom meets
to review, discuss, and vote its recommendation on funding sources and to reconcile
discrepancies, if any, with the TM.
In mid-January, after funding sources recommendations (from the Finance Director and
TM) are firmed up, and the SB preliminarily adopts capital funding sources, related
matters such as tax rate impacts are tallied for inclusion in the CapCom report and for
notice (per Commonwealth regulation).
In late-mid January, with relevant information in hand, CapCom prepares its draft report.
Given the strong interrelationship between its recommended requests, funding and
capacity, tax impacts and the like, CapCom drafts its report after relevant information is
fully, or at least reasonably, gathered.
In late January, after final review by its membership, CapCom issues its final annual
report with recommendations, with original copy provided to the SB and FinCom at a
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STATEMENT OF PROCEDURES (CONT.)
joint meeting hosted by the SB. Facing extensive requests and large funding
requirements, and consistent with the FP&P, CapCom provides accurate funding source
and tax impact information in its annual report.
Note: This year, due primarily to late arriving requests, complications with membership
ranking requests in relation, but also due to an attempt to compress duties into a shorter
operating period, CapCom’s report was not able to be drafted until after the normally
intended timeline, with the final report delayed as a result.
Other Communication & Planning:
- Committee Updates. CapCom affirms the utility of SB and FinCom receiving updates on
material matters throughout the course of the budget cycle, and their voicing any related
concerns, as reported by their respective CapCom. CapCom notes that more regular
involvement with Nantucket Planning & Economic Development Commission (NP&EDC)
should be remedied going forward.
Note: In attempt to regularize committee reporting of goings-on for CapCom’s SB,
FinCom, and NP&EDC liaisons, an information transmittal sheet (the “Green Sheet”) was
attempted early in this budgeting cycle but was found wanting; alternatives are
addressed in the following recommendations. Also, subject to development of database
reporting capability, important information (e.g., projects, by year or otherwise; prior
appropriations and expenditures to-date; project status, CapCom review status, etc.) can
be readily accessible to Select Board and FinCom at the click of mouse, through a secure
portal. Still, CapCom anticipates targeted future use of Green Sheets to convey timely
information on topics such as Funding Capacity, Capital Reserves, etc.
- Department Liaisons. Ordinarily, CapCom designees serve as liaisons to departments to
review current and out-year capital requests in situ, to develop a thorough
understanding of department needs for insight during CapCom deliberation, and to
observe capital maintenance and other reasonable concerns. As a result of CapCom
composition (which as previously alluded to includes a member from each of the FinCom,
NP&EDC, and SB, this exercise is also intended to foster a degree of integrational
planning. However, due to COVID as with last year, during this budget-cycle CapCom
liaisons were not activated by TM. CapCom reaffirms the importance of department
liaisons.
- Strategic Integrated Planning Sessions (SIPS). To help broaden decision-maker and
advisor communications and to provide an opportunity for discussion on emergent and
long-term capital-related matters, and to try and maintain healthier perspective on
‘Causes of The Day’, CapCom suggested and initiated “SIPS” with thanks to the TM.
Matters addressed or discussed included i) Town Meeting Article guidance for citizens,
including a Q&A format revision regards financial and social costs and related impacts
and benefits, ii) discussion around the “Bear of a Task” engaging stakeholders and
constituents such that they are informed about important capital expenditures, and iii)
other matters not ordinarily addressed without group support. This facility was
dormant during the current budget-cycle; CapCom reaffirms the utility of brief agenda-
driven SIPS.
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PROCEDURAL RECOMMENDATIONS
CAPCOM AFFIRMS PRIOR YEAR COMMENTS & RECOMMENDATIONS
As stated in previous CapCom reports, the Town’s aging and lack of certain essential
infrastructure and equipment require appropriate capital investment—including purchase,
maintenance, and replacement—while Nantucket’s rapidly growing year-round and seasonal
population provides constant pressure on the Town for other, new capital infrastructure and
inventory. Not widely factored, currently—but to begin to come into focus—are costs to build our
community’s coastal resiliency and determine timely, adequate hazard mitigation measures; these
remain relatively new concerns in response to changes to our natural environment. Whether it is
more frequent severe storms or coastal flooding, or other hazards, the Town and community
recognize the need to protect our built and natural resources by adaptation, mitigation, and other
means; of course, these protections come at a cost. In addition, costs to remediate various
environmental conditions are required with likely quick and substantial escalation. As a result of
these circumstances, the Town’s capital needs will continue to increase in a relatively dramatic
fashion for a sustained period. Faced with these challenges and the associated expenses, and the
stewardship of responsible governance, a robust, comprehensive, and effective Capital
Improvement Plan (CIP) remains essential. Essential too, is highly-effective management of capital
assets as exist, and that are acquired or constructed—improvements have been made but attention
is still required. Professional fiscal management objectives of the Town’s FP&P lay the groundwork;
faced with these growing pains, including as a result of effects from the natural world, our
shortcoming is management capacity. In conjunction with existing programming, in keeping with
the intent of objectives under the FP&P, to help develop the CIP-process to its intended capacity,
and in the interest of smoothing the capital planning process and its impacts, we make the following
recommendations:
Annual Process – Timeline. Revisit in early 2022 to determine schedule enhancements
including to reevaluate and adjust information-gathering schedules and procedures as
necessary to help ensure completion of CapCom’s actions as required under the FP&P.
Biennial Procedure - CIP Capacity & Funding Analysis. To reasonably inform CapCom
recommendations, biennially model the 10-year CIP to include a 5-year outlook of revenue
and expenditure projections (including sub-reports for debt burden, prospective debt
issuance, and other relevant metrics), with results presented to CapCom; it is understood
and acknowledged that the Town’s Finance Director performs more regular, shorter-term
modeling of this nature. (See too, Development of Reliable 10-Year Capital Improvement Plan
(CIP) below.)
Biannual Procedure - Capital Project Status Reporting. Better develop current biannual
reporting sessions to monitor approved requests (to include expenditures to-date, the
necessity for supplemental funds, scheduling exceptions, and discontinuances of projects or
any severe problems, if any) to help identify capital planning shortfalls; foregoing, drawing
on an active, readily accessible list of past years projects and their status.
System-wide Capacity - Centralize Capital Asset Management. A result of growing pains and
not a matter of blame, the Town’s capital asset management is fractured in various regards
and important tasks are regularly subject to competing priorities; these circumstances
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PROCEDURAL RECOMMENDATIONS
CAPCOM AFFIRMS PRIOR YEAR COMMENTS & RECOMMENDATIONS (CONT.)
undermine capital programming proficiency, forming obstacles to timely, cost effective
deliverables. Even simpler request and reporting duties are impaired. With too limited
capacity and resources, reasonably comprehensive management of the Town’s existing and
rapidly expanding capital inventory is unrealistic. These and other negative effects will
worsen as the number, cost, and complexity of capital projects increase. Action is required;
capital programming needs to be an ongoing process with appropriate resources. A common
enterprise-level solution is centralized capital asset management, which streamlines capital
programming, budgeting, and sustainment, leveraging dedicated resources to eliminate
issues—such as the Town currently experiences—while preempting other issues and
problems. Inclusive, rapid development of certain best practices or Nantucket’s version are
paramount—anything worth doing is worth starting, even imperfectly. Specific examples
include deployment of a comprehensive Town-wide capital asset needs assessment (CANA),
and from this data set a centrally managed asset management plan (AMP)—from which the
capital planning process is administered. This level of investment is required for easier,
effective, timely and informed decisions by leadership and to enhance performance of the
Town’s capital investments—to help ensure high-value returns to the community while
helping constituents understand capital needs and the utility of improved community-wide
resources. The Town’s capital asset portfolio, its management, and future investments are
otherwise too unwieldy.
Carefully developed and implemented, these recommendations create efficiency, savings,
and still needed relief, along with increased credibility among taxpayers, ratepayers, and others—
facing a spiral in capital investment these and other initiatives will prove immensely helpful. While
some of the recommendations involve procedural changes absorbable through longer-term
scheduling of processes, others require funding to complete stated objectives. In all regards,
CapCom suggests special attention is required to limit priority-related conflicts among and between
Town staff and other resources, and more so during times of cyclical responsibility (e.g., preparation
and presentation of the annual operating budget and for Town Meetings, etc.).
Note: The foregoing recommendations were listed within CapCom’s FY19 Report &
Recommendations, in greater detail, and subsequently summarized (largely as above) in the
CapCom’s FY20, FY21, and FY22 Report & Recommendations. Inclusion herein above is a strong
affirmation of the Town’s needs and CapCom’s related recommendations, which by their nature are
meant to identify and inspire related, important actions. In the face of quickly escalating capital
investment requirements there is a need to better equip current and future municipal leaders and
decision makers with sufficient tools to act effectively, to enhance and protect the Town’s capital
assets, and realistically plan for Town’s future.
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PROCEDURAL RECOMMENDATIONS
UPCOMING YEAR - ADDITIONAL COMMENTS & RECOMMENDATIONS
Expansion of RORI. See comment earlier in the body of the report, provided topically under
Statement of Procedures: Prioritization & Ranking.
Further development of the Capital Project Request Form Relational Database. In 2017, with
bright eyes CapCom undertook to overhaul the departmental-level capital request form,
conceiving it as a portal of information to a comprehensive capital projects data-collection
and program management tool. The request form interface is completed, providing various
benefits, not the least of which is the elimination of duplicate data entry and minimization of
potential human error. The database was/is intended to be an interactive repository of ‘all
things capital’ (past, present, and ‘likely future’), to provide collection and reporting
efficiency and features not currently available. Of note, regards recommendations, regular
reports (templated to meet Finance, SB, FinCom and CapCom needs) are relatively easily
obtainable with potential to cover the entire capital planning process (from submission
through financial analysis, ranking, funding source projection, to assist in rapid debt
modeling, and to inform other interested public bodies). Presently, while not disparaging
efforts or advances to-date, the database is under early-stage development; RORI-
processing, capital request inputs by department heads, and access for their review by
Finance and CapCom have been the primary focus.
So far, RORI inputs and basic management, and relatively gross reporting capabilities
are proofed and in use. Properly developed, the database solves for resource conflicts,
freeing professional staff for other important tasks while providing timely information
access. One of many important elements is to include capital-request-related personnel
costs, using an efficient click-to-enter interface for reporting capabilities, to inform Town
Manager /Finance Director, Select Board and FinCom budgetary reviews. Another is
automated reports to the Select Board, and FinCom, including Prior Year Appropriations
w/Expenditures To-date, and direct access to individual capital request forms. Department-
level training and access is imperative.
Review Town’s Debt and Reserve Policy in context of Capital Reserves. (Self-explanatory.)
Development of Reliable 10-Year Capital Improvement Plan (CIP). It is fair to state the current
10-year CIP is less a plan than it is a partial list of likely future capital projects. This state of
affairs directly reflects the lack of capital programming capacity and resources within the
Town. MA DOR advises a reasonably accurate 10-year CIP is required for adequate planning
of municipal finances. And, facility and department-level equipment and infrastructure
management plans, each based on well-developed and properly completed and maintained
capital asset needs assessments, are essential to the successful development and efficient
use of a municipality’s 10-year CIP. Provided adequate resources, development of such a
plan, focused for various utility to two 5-year increments, is obtainable and broadly
beneficial. An updated version of the 10-year CIP was not available at the time of printing
this report.
CAPITAL PROGRAM COMMITTEE: FY23 REPORT & RECOMMENDATIONS
February 10, 2022 - FINAL Page 13 of 13
PROCEDURAL RECOMMENDATIONS
UPCOMING YEAR - ADDITIONAL COMMENTS & RECOMMENDATIONS (CONT.)
CapCom acknowledges its recommendations may seem ambitious and understands outcomes
cannot happen overnight; still, we strongly support the Town’s regular steps towards enterprise-
level capital asset management practices—even small regular steps help to form a material
outcome.
Given additional vision and resolve, the proficiency and effectiveness of the Town's Capital
Management Program are limited only by the appropriateness of resources engaged in the
endeavor; properly administered over time, dramatic savings—including to help fund the capital
asset management program itself—may be realized.
Code Department/Request FY23
Request
CapCom
Rec.
Parks and Rec Master Plan (Phase 1 of 3) - Supplemental
Planning to incorporate coastal resiliency and related matters into the comprehensive, expansive plan for community parks & outdoor
spaces. For FY24: Implement Phase 1 of the Parks and Rec Master Plan (see Supplemental Documents).
Jetties Beach tennis courts crack sealing
Courts in need of crack ceiling for safety of users and to preserve useful life of the courts.DPW-23-004 Chain-link fence replacement (TON skate park)$0.08M $0.08M
DPW - Facilities Total:$0.65M $0.65M
Fleet-Two Ford Rangers (Replacement)
Replace Ford Rangers; utility body configuration. Both vehicles are 18 years old and did not pass inspection due to frame rot. Expected
service life for the vehicles is 10 years.
Fleet-Skid Steer Loader (Replacement)
Replacement of an 18 year old Bobcat. Service life is 5 years.
Fleet-Ford F350 (Replacement)
Ford F- 350 with a plow and sander to replace a 16 year old T-17 truck which will not pass inspection due to frame rot. Expected 10 year
service life.
Fleet-Ford F 550 (Replacement)
Ford F- 550 Dump truck with plow and sander to replace a17 year old T-17 that would not pass inspection due to frame rot. Old vehicle
already sold in surplus sale . Replacement vehicle has a 10 year service life.
Fleet-(Accessory)"Forestry Package" for Cat Skid Steer
Add-on package is necessary to equip the Cat with brush cutting capability.
Fleet-Tandem Vibratory Roller (Replacement)
Used when doing road and bike path asphalt patching. Current Roller is over 30 years old and many parts are not available.
Fleet-Mechanic's Truck1
DPW Mechanic Truck for servicing breakdowns when equipment in out in the field.
Fleet- Mini Sweeper
Used primarily on bike paths. This type of equipment is an improvement over what DPW currently uses which is a vehicle with a broom
attachment. The sweep actually collects the sand/dirt/light debris on the bike path making it safe. The broom only sweeps it to the side
which often results in the sand and dirt collecting on path all over again.
DPW - General Total:$0.66M $0.54M
Sidewalk Improvement Plan (SB Strategic Plan)
Improvements to Town sidewalk network. This request provides funding for the continuation of the downtown plan (attached). Work is
planned from the waterfront area and expanding out through town. The cost estimate is based on previous work on this project and greater
or lesser funding impacts the number of sidewalks repaired. Outyear funding reflects a ~3%p.a. price increase.
Road improvements/Maintenance Island Wide (SBSP)
Island Wide maintenance of the roadway network. Proposed Roadway Improvements per our Pavement Management Plan. Cost Benefit List
can be found here: https://www.beta-inc.com/wp-content/uploads/2018/10/Cost-Benefit-Value-Analysis-With-Cumulative-Total.pdf
Millie's Bridge Redesign w/Construction
Request is to provide funds to further develop the design and ultimate recommendation for the bridge. We currently have a contract with
TEC, but the recommendation is not complete. As there may be grant money available , the request is intended to cover the costs of grant
writing as well. Construction funding preliminary estimate is in FY24.
Multi- Use Path Maintenance (SBSP)
Funding for the maintenance of the town wide network of multi use paths. Proposed Multi-Use Path (MUP) Improvements per our 31 mile
inventory, specific locations to be determined by our MUP Pavement. Management Report (pending). Annual program based on a 15-year
life cycle, current contract pricing, and is adjusted for 3% inflation. Preliminary book of work for FY23 still to be finalized. FY21 pricing
$240/foot @ 10' width.
Cobblestone Improvements
Repairs and Maintenance of the cobblestones within the towns roadway network. Proposed Cobblestone Improvements to our 18,000 SY of
cobblestone streets. Annual program based on 2,000 SY and a 9-year life cycle and includes materials costs. Locations to complement our
newly formed DPW Sidewalk Work Group project locations like Upper Main Street. Approved at 2021 ATM (FY22) for $250,000. Significant
work undertaken on downtown cobblestones over last 18 months and continued funding required to complete Main St and other areas.
Milestone Bike Path Extension-Monomoy to Polpis
Continuation of FY21 work along Milestone from Rotary to Monomoy. This is an additional section spanning Monomoy/Milestone to Polpis
Bike Path. Cost estimate is preliminary and based on the initial stretch from Milestone to Monomoy constructed Spring 2021.
Washington/Francis/Union Streets Intersections Improvements
Improvements to truck route at Washington/Francis/Union Streets Intersections. Includes curve softening and repaving . There is a further
plan to fully improve the intersection in FY25, but that requires a full scale review of coastal resilience requirements. Anticipate using
Chapter 90 funds for this.
Decommission Fire Cisterns2
First year (of 2) request for funds to decommission fire cisterns. A previous allocation of $50k will be used to identify and assess location,
condition, risk and prioritization. This request is for the actual work to fill-in these under-road cisterns.
Pleasant Street Repaving with Improved Sidewalk-Silver to Main
Project includes a 2” mill and overlay with sidewalk reconstruction from Silver Street to Main Street. The stretch is a little bit over a ¼ mile.
Project assumptions:
1. Concrete curbing will be replaced with new granite curbing.
2. Asphalt sidewalks will be replaced with new brick walkway.
3. Concrete walkways will be replaced with new brick walkways.
DPW - Transportation Total:$7.65M $7.48M
TRAN-20-002
TRAN-23-001
TRAN-23-002
TRAN-23-004
TRAN-20-001
Transportation
$0.50M $0.50M
DPW-23-006
Appendix A – Capital Requests by Account & Department
GENERAL FUND
DPW
Facilities
$0.10M $0.10M
$0.08M $0.08M
General
DPW-23-002
DPW-23-003
DPW-23-007
DPW-23-008
DPW-23-009
DPW-23-010
DPW-23-011
DPW-23-012
DPW-23-013
$0.07M $0.07M
TRAN-23-003
TRAN-17-001
TRAN-17-002
TRAN-19-009
$0.07M
$0.08M
$0.05M
$0.05M
$0.12M
$0.25M $0.25M
$0.53M $0.53M
$0.08M
$0.07M
$1.10M
$0.12M $0.12M
$0.05M
$0.00M
$0.05M
$0.60M $0.60M
$1.10M
$2.00M $2.00M
$0.50M $0.50M
$0.50M $0.50M
$0.18M $0.00M
$2.00M $2.00M
Appendix A-1 of 7
Code Department/Request FY23
Request
CapCom
Rec.
Replace SCBAs
Replacement over a 4 year period of the fire departments self contained breathing apparatus (SCBA) equipment. FY23 requests represents
year 3. Year 4 is part of the outyear forecast.
Advanced Life Saving Equipment
This request will equip the Town's ambulance with the necessary equipment for the upgrade to an ALS certified ambulance service. This will
be the third appropriation to outfit a the ambulances to the Advanced life support level.
Replace Ambulance 3
Scheduled replacement of Ambulance #3. Funding would allow purchase of ambulance and for some equipment to place on the ambulance. If
pricing continues to increase this cost may just be for the ambulance.
Technical Rescue Equipment3
Rescue equipment for trench or building collapses. If someone becomes trapped within a structure or has a trench collapse on them, the
department does not have the appropriate equipment to affect a rescue. This equipment would provide the tools needed to carry out rescues
by specially trained department members.
Replace Portable Radios4
Current radios are actually designed for commercial use, not for public safety, are 15+ years old. They have become unreliable and in
constant repair. These portables will allow for better communications between our department and our fellow community, state and federal
agencies. A risk assessment was completed asking what the most urgent and critical need that we were not already addressing. Updating our
communications equipment (associated software and accessories) to continue to meet federal compatibility requirements of Project 25, and
the Mass. Statewide Interoperability Plan, was considered a major priority for the department.
Administration Car (Additional) Training/EMS Officer5
Administration car for the newly created EMS/Training Officer. This vehicle would be used by the EMS/Training officer in normal duties as
well as responding for emergency calls for service. The position will be responsible for the safety sector on all fire scenes and responses to
serious medicals or Mass casualty incidents where they will be in charge of the EMS sector.
Active Shooter Response (Protective Equipment)
With active shooter and multi casualty incidents from active killers occurring throughout the country, the department needs to properly
equip its members to meet and respond to these events. This equipment would be issued to meet NFPA 3000 standard for these events.
Equipment includes, but not limited to ballistic vests and helmets. NFPA 3000™ (PS) identifies the minimum program elements needed to
organize, manage, and sustain an active shooter and/or hostile event response program. The ASHER program includes topics that will assist
in the reduction or elimination of the risks, the effects, and the impact on an organization or community affected by these events. ASHER also
addresses the following areas of NFPA 3000: Planning, assessing risks, developing community-wide programs, responding, establishing
competencies communicating to all stakeholders recovering, planning recovery efforts, and taking into account healthcare and mental health
issues.
Firefighting Foam-Disposal and replacement
Disposal and replacement of Department’s Fluorine firefighting foam. With fluorinated compounds being a rising health threat to
Firefighters and the community, finding alternatives for use in flammable liquid fires and hazardous events is very important priority for the
department. This project would properly dispose of and replace all the current foam stock, as well as engage a company to clean the tanks
currently use to store the foam on the apparatus. Costs were based off estimates and prices acquired by another department involved with
the Foam trailers obtained through a Homeland Security grant, of which we have as well.
Replace Utility Truck
This utility truck is used by the shift for department business while working as well as emergency responses, beaches Ems calls, limited
access properties, snow removal at the station, moving the many specialty response trailers and more. The current truck is a 2005 that needs
to be replaced with increasing repair costs and body rust issues that is making the truck unaffordable to maintain. This vehicle has not been
in the rotation for capital replacement but in previous budgets. While the increase in cost for new vehicles the cost of replacement now rises
to a capital request. This truck will be configured with full emergency lights/warning devices, 800 radio, a snowplow, tow package to move
the FD’s trailers, and possible Utility work body for proper tool and equipment.
Utility Terrain Vehicle
Required for crowd safety purposes at island-wide events. Build sheet attached is a possible sample build but does not include a radio and
equipment to place the UTV in service.
Fire Department Total:$1.64M $1.25M
Polpis Road/Sesachacha Pond Interim Hardening (HMP ID #F17)
Immediate request is for funds to remediate work previously undertaken to harden the pond bank as follows:
In 2018 high water levels and storm damages caused the road to become undermined and it was necessary to close the road for about 1
month while repairs to the west bound traffic lane were completed. A system of concrete blocks backfilled with rip rap was also installed for
shore protection along the edge of the road; however, the Town is now looking for a longer-term sheet pile design that
protects the road, includes a living shoreline component along the edge of the Pond, and minimizes impacts to adjacent Mass Audubon
property. Changes to the dredge footprint around the flood tidal delta inside Sesachacha Pond are also being requested to facilitate more
efficient draining of the Pond when it is manually opened twice each year. Complete project FY28/29 includes increasing the elevation of
Polpis Road at Sesachacha Pond and harden the embankment for wave action. Final elevation to be examined and analyzed considering sea-
level rise.
Sediment Transport and Dredge Plan (#SC3)
Implement a project to map the near shore sand and sediment transport to develop a sand-budget model for monitoring island wide coastal
erosion, including the harbors. Side scan sonar will be used to measure bathymetry in extremely shallow water, between 0 and 20 ft. deep.
Mapping in high resolution monitors the movement of sand shoals and identifies location of marine habitat on the sea floor. Information will
be used to develop dredging and disposal plan, as well as the Harbor Management Plan.
5-Year Review of Natural Hazard and Hazard Mitigation Plans
5-year review of natural hazard mitigation priorities, to coincide with updates of the HMP, to the NMP implementation schedule. This is a
FEMA requirement and the plan must be re-approved by FEMA every 5 years.
Fire Department
FIRE-21-002
FIRE-23-003
FIRE-23-004
FIRE-23-005
FIRE-23-006
$0.11M $0.11M
$0.06M$0.06M
$0.37M $0.37M
GENERAL FUND (cont.)
FIRE-20-001
FIRE-19-002
FIRE-21-001
$0.11M
$0.08M
$0.00M
$0.40M
$0.00M$0.33M
$0.40M
$0.07M
$0.08M
$0.11M
$0.25M $0.25M
$0.55M$0.55M
$0.15M $0.15M
$0.08M
$0.05M $0.05M
$0.08M
Hazard Mitigation
FIRE-23-008
FIRE-23-007
HMP-22-003
HMP-22-005
HMP-23-004
Appendix A-2 of 7
Code Department/Request FY23
Request
CapCom
Rec.
Harbors Plan HMP Implementation (Year 2) (#SC2)
Update the Nantucket and Madaket Harbors Action Plan (HAP) to incorporate needs for Hazard Mitigation and Coastal Resilience.
In 2009, the Town of Nantucket updated its Nantucket and Madaket Harbors Action Plan (Harbor Plan) under guidelines provided by the
Commonwealth of Massachusetts Executive Office of Energy & Environmental Affairs. The geographic area of this plan included all of the land
and water areas of Nantucket and Madaket Harbors and also extends west of Madaket Harbor to include Tuckernuck and Muskeget Islands.
The 2009 Harbor Plan built upon the goals of the original 1993 Harbor Plan and carried forward a number of recommendations from that
original plan while identifying new recommendations to guide public and private use of these sensitive areas. In the ten+ years that have
passed the Town has begun or completed implementing many of the goals identified by that plan highlighted by some new zoning overlay
districts and the development of a Shellfish Management Plan. During this time there have been substantial changes to the waterfront areas,
public policy and environmental pressures not contemplated in the 2009 Harbor Plan. The Town has been experiencing the effects of
increased coastal flooding, sea level rise and climate change. The Town has completed a Hazard Mitigation Plan update, become an Municipal
Vulnerability Preparedness (MVP) community and begun the process of draft a Coastal Resiliency Plan in the last 12-24 months. These
substantial initiatives will need to be supported and supplemented by an up to date municipal harbor plan with actionable items and goals.
The RFP seeks the services of a qualified consultant or consulting firm with experience in harbor planning with experience specific to the
Commonwealth of Massachusetts in the process of updating municipal harbor plans. The consultant shall lead a community driven process
to establish a vision for the future of the harbors and nearby islands, building upon past objectives and integrating other related plans and
community goals.
Miacomet Pond Dredging Design and Permitting
The FY23 request is for design and permitting of the plan. If the design and permitting phase confirm that expectations of effectiveness could
be met, the cost of the actually work will be $3.7-4m. Land Bank has expressed a likelihood of being able to contribute $1.5m to the work,
private citizens have indicated potential funding of up to $1m and the balance would be the responsibility of Town. Miacomet Pond
Dredging: The 604b Study examined nutrient inputs to the Pond from surrounding sources (e.g., surface water, groundwater) and in-situ
sources (sediments), and determined that both these sources were contributing phosphorous to the Pond, which has resulted in significant
algal and aquatic vegetation problems. The 604b Study recommends a combination of dredging and phosphorous inactivation with aluminum
to control cyanobacteria and rooted aquatic plants. Hydroraking was also mentioned as a potential method for removing the vegetation in
lieu of dredging. The study is an important first step towards implementing a plan to improve the health of the Pond. GZA has provided a
proposal to design the project and manage the permitting process at a cost of just under $300,000.
Groundwater Mapping, Nutrient Flow Investigation-Nantucket Harbor Watershed
This proposal seeks to sample groundwater entering the harbor, and as a result, the Town will be able to make informed decisions on
nutrient management, develop action plans to ensure water safety and strengthen the islands aquatic ecosystems.
Hazard Mitigation Total:$2.25M $2.25M
Vehicles-Replacement (1), New (2)6 $0.15M $0.10M
Replacement and New Inspection vehicles for new and existing staff. Currently, the Health and Human Services Dept has 1 vehicles that is
approaching the end of operational life, in fact it did not pass inspection earlier in the year. The department is adding an additional Inspector
who requires a vehicle. Additionally, the public health nurse has been using her own vehicle, but that is not sustainable. This request is for
trucks with 4-wheel drive vehicle, from the state bid list, capable of reaching undeveloped lands, construction sites, and travel through soft
sand to reach inspection sites. Looking to source electric or hybrid vehicles.
Health & Human Services Total:$0.15M $0.10M
Maintain Network Infrastructure
The Town network provides the foundation for the delivery of mission critical services such as financial, human resources, communications,
data storage and disaster recovery. It is essential that this network operates continuously with necessary spare equipment available in the
event of a sudden failure. Technological advancements and aging out of equipment necessitates the regular replacement of network
infrastructure hardware and related supplies. This capital request provides for regular annual funding to implement a 10-year replacement
plan for network switches, as needed replacement of all other hardware and cabling and an inventory of spares for sudden failure of mission
critical components. Equipment falling under this funding article includes network switches, wireless access points, wireless communication
antennas, firewalls, security appliances, storage appliances, network cabling both copper and fiber and all related installation, maintenance
and construction costs.
Server Virtualization and Maintenance
The Town network provides the foundation for the delivery of mission critical services such as financial, human resources, communications,
data storage and disaster recovery. The virtual server installation is an essential component of the Town network. Regular health check and
proactive monitoring is a part of this maintenance. Expanding the storage access network (SAN) to accommodate increasing need for digital
storage is another essential component. This request for $75,000 on alternate years provides sufficient funding to maintain the virtual server
installation. Any major upgrades will be submitted as separate projects in future years if necessary.
Replace Town Computers
Replacement of town desktops and laptops using a replacement cycle of five years for desktops and three years for laptops.
Continuous technology advancements and aging out of equipment necessitates the replacement of desktop and laptop computers on a
regular basis. The new equipment is used to replace aged out and nonoperational units as well as add to the inventory to accommodate new
staff position and COVID-related demand. This request represents a 5% increase over FY22 to account for price inflation.
GIS Digital Imaging Updates
This request is for a partial scan which essentially layers a new image atop an old image. The full scan (more likely req'd in FY27) updates
the features from the most recent aerials, replacing the previous data layers, cleaning up any inconsistencies that have worked their way into
the system. Each set of new aerials, while very accurate, don’t always link up exactly, and so features carried over from a previous set of
aerials may look slightly off when overlaid on another set. For heavily congested places with lots of dense areas of construction and change,
doing the full scan periodically helps to ensure that everything is captured correctly. The end result is the same (complete sets of data
layers), but the full scan takes longer to complete, and is starting from a blank slate.
HMP-23-013
NRD-23-002
HHS-23-001
ADMIN-17-001
ADMIN-17-002
GENERAL FUND (cont.)
$0.08M
$0.17M $0.17M
$0.10M $0.10M
$0.30M $0.30M
$0.90M$0.90M
IS/GIS
Health & Human Services (HHS)
ADMIN-18-001
HMP-23-009
$0.05M $0.05M
$0.08M
Hazard Mitigation (cont.)
ADMIN-18-002
$0.06M $0.06M
Appendix A-3 of 7
Code Department/Request FY23
Request
CapCom
Rec.
ADMIN-23-001 Replace Wireless Network
Implement a wireless network to replace the existing network. The existing wireless network is aging out and does not provide centralized
control to monitor, configure and troubleshoot. This network services Town Buildings except for Police, Fire, Airport, Harbormaster and
School. It utilizes the underlying wired network infrastructure for connectivity to the 4 Fairgrounds data center and the IT Department.
IS/GIS Total:$0.56M $0.56M
Marine Maintenance Building Phase 2
This is a continuation of the FY20 approved capital request of $495k "Harbormaster Lay-up Yard"
Completion of site work. Original appropriation of $495k ($122k remaining)to do site improvement. Building came available from
Community Sailing so used part of original appropriation to acquire building instead of doing site work. Therefore original site work was not
completed. Building acquired for a fraction of anticipated cost. This request is to fund fencing, parking, etc.
Major component of cost will be fencing and will use airport price for fencing. Awaiting Strang LLC cost estimate for remainder of site work.
Renovate/reconstruct Harbormaster Building (Supplemental Funding)
Supplemental funding request to Article 20 of the 2018 ATM "Renovate Marine Dept. Building 34 Washington". Bids have come in higher
than previously estimated. Currently available funding is $3,103,490 and the lowest bid is $4,850,481, leaving a funding gap of $1,746,991.
Bid doc can be found in Supplemental Documents.
Marine Department Total:$2.40M $2.40M
Vehicles- Replacement (1), New (1)
The Natural Resources Departmental has one vehicle are approaching the end of its operational life (2008 model year) and with the addition
of a new staff member, another vehicle is required. This request is for trucks with 4-wheel drive vehicle, from the state bid list, capable of
reaching undeveloped lands, construction sites, and travel through soft sand to reach inspection sites. Looking to source electric or hybrid
vehicles.
Natural Resources Department Total:$0.10M $0.10M
LORAN Seasonal Housing Repairs Phase II
Two dormitory buildings totaling 20 rooms for seasonal employees that are over 50 years old require extensive work such as: Hazardous
materials (Asbestos & Lead) mitigation. Replacement of below slab sanitary sewer lines and re-route for connection to municipal sewer.
Interior repairs and renovations to repair disruptions caused by hazmat mitigation and sewer excavations. Upgrade all mechanical systems
to current code compliance. SMRT Engineers has been retained to do a comprehensive analysis and cost breakdown of theses systems. Firm
project costs won't be available until the study is completed and the estimators work out the numbers.
Replace and Upgrade Body Camera video system
Outfit all police officers with Axon body cameras, install new Axon police vehicle cameras, replace existing electronic control weapons
(Tasers) with new Axon ECW's with built in video cameras. This is most likely to be mandatory under the Police Reform Act and there is a
possibility of grant money, though too soon to know. Systems detailed in supplemental description.
Police Department Total:$4.99M $4.99M
NPS Roof Replacements
Many of the roofs at NPS are nearing the end of life. Prior to FY22 NPS Building Improvement monies were used for these repairs, but these
repairs and upgrades need to be separately funded to ensure buildings are properly maintained. Some roofs at NHS & NES will need to be
replaced in FY23.
Campus-wide Improvements
Project Code: NPS 23-002
-Original FY23 Request: $12,975,092
-Aug 19 presentation request $15,800,000
-New FY23 Request is $16,400,000.
Comprehensive reconstruction of 2 large playing fields, artificial turf and a new track. This project represents the next phase of the NPS
Campus Master Plan developed by SMRT. The plan detail and current cost estimate (3rd revision) are in Supplemental Documents.
Scope of work and cost estimate includes demo, earthwork, design, engineering and construction. The need for this project is driven by
substandard existing facilities.
NPS Building Improvements
Annual request for general building upgrades. Scope of work tends to be cabinet repair/replacement, rug and flooring upgrades, painting,
etc. Supplemental documentation provides visual evidence of areas/items in greatest need of upgrades.
School Department Total:$16.95M $16.95M
2 Fairgrounds Municipal Office Building
New town office building to be located at 2 Fairgrounds. Will likely house most Town departments/staff and include meeting space. Strategy
formulation contributed to by SB and Town Admin, facilitated by an outside consultant. Mid August discussion scheduled for SB. Planning
includes reuse recommendations for exited space. Changed funding profile from $30m in FY 24 to $6m in FY23 (design and OPM) to $50m in
FY25 (Construction).
Town-Wide Document Management System
Costs associated with the continuation of an electronic document management system. Project entails scanning, categorizing and archiving
hard documents into a cloud based storage system. At present there are no funding requests beyond FY23, however, a requirement may be
forthcoming depending on outcome of current work.
Seasonal Employee Housing
Construction costs for seasonal housing dormitory, including design, OPM and construction costs. Design based on GHYC dormitories.
Expectation that roughly 35-40 staff could be housed. $300K appropriated in FY20 for feasibility study. Zero expended.
New Senior Center-Feasibility/Design/Construction
FY23 Request to determine what options are available for converting the current OIH campus to a new Senior Center
Outyear requests reflect possible (but ungrounded) costs associated with building new on the property. Design, property acquisition,
construction of new senior center SB discussion slated for August.
Town Administration
School Department
Police Department
Natural Resources Department
NRD-23-001
PUBL-23-007
PUBL-23-004
$0.20M $0.20M
ADMIN-17-004
ADMIN-20-003
ADMIN-20-004
ADMIN-20-005
NPS-23-003
NPS-23-002
PUBL-23-006
NPS-22-002
PUBL-23-005
Marine Department
$0.50M$0.50M
$8.50M $8.50M
$4.50M
$0.49M$0.49M
GENERAL FUND (cont.)
IS/GIS (cont.)
$6.00M$6.00M
$0.25M $0.25M
$0.40M $0.40M
$2.00M $2.00M
$0.25M $0.25M
$16.40M $16.40M
$0.30M $0.30M
$0.10M $0.10M
$4.50M
Appendix A-4 of 7
Code Department/Request FY23
Request
CapCom
Rec.
PFAS Groundwater soil investigation
Costs associated with Town's groundwater soil investigation of Per-and Polyflouroakyl substances (PFAS)
Activity to-date: The FY22 request was for PFAS Assessment Phase 2A and 2B. Phase 2A contract ($407,500) builds upon the PFAS
Assessment conducted in FY21 and adopted by the Select Board in March 2021. There are 8 tracks and multiple deliverables involving data
collection for the development of a coordinated and synchronized town-wide planning approach and public outreach effort that will inform
the development of testing protocols for Phase 2B. Phase 2B will begin in FY22 and continue through FY23 with sampling and analysis of
identified areas as approved by MassDEP. THE FY23 REQUEST OF $2,000,000 funds the continuation of Phase 2B and provides further
funding for necessary follow-up or remediation resulting from the sampling and analysis protocols as well as provides funding for continued
transparency efforts and additional PFAS-related needs not yet identified.
Affordable Housing
Costs associated with acquiring real estate, or interests in real estate, which may include affordable housing restrictions, including any
buildings thereon, for the development of affordable housing, and also to pay costs of designing, constructing, reconstructing and equipping
affordable housing, all of which shall be undertaken in conjunction with the Town’s Affordable Housing Trust, and for the payment of all
other costs incidental and related thereto.
New Vehicle-Parks and Rec Manager
The Town is hiring a Parks and Recreation manager. The position requires a town-owned vehicle. The vehicle will most likely be electric or
PHEV.
Senior Employee Housing Feasibility Study
Feasibility study to determine scope, requirements and alternative approaches to developing (buy or build) quality and enduring housing
solutions for Department Head level employees.
Coastal Resiliency Planning7
This project has been submitted at direction of Select Board. While specific uses of the funds are as yet not determined, we expect costs for
professional services to secure grants and in-kind contributions, permitting and engineering. Please note that there are outyear requests for
10 consecutive years.
Baxter Road Relocation PlanningThis request is for a planning study to determine comprehensive plan for relocating Baxter Road. The study will include, required takings,
environmental concerns, permitting, engineering, utilities and road relocation, and public outreach plan. Goal is to create "shovel ready"
plansIsland-wide Underground Wiring Feasibility Study8
Feasibility study/assessment of town-wide or old historic district project to get all wires underground. This study has not yet been put out to
bid. The project is uncertain in scope, difficult to articulate, contains myriad dependencies, complex sequencing and potential environmental
hurdles. Nevertheless , the Select Board has expressed a desire to understand "what it would take to put wires underground". The potential
scale of the project will require an extensive study, hence the large request ($500k)for consulting.
See Supplemental Docs for more detailed scope of work.
Town Administration Total:$21.93M $21.93M
Notes: GENERAL FUND SUBTOTAL:$59.92M $59.18M
3 = TM declined; not advanced to out-year.
4 = FEMA Grant funded ($305K) Free Cash ($95K)5 = Moved to out-year by TM; position not yet established.
6 = Rec. (1) new, (1) replacement, 3rd vehicle to out-year; TM concurs
7 = Initial request $500K, later revised to $1M
8 = Moved to out-year by TM; CapCom concurs.
ADMIN-23-004
ADMIN-23-006
ADMIN-23-005
$2.00M $2.00M
$1.63M
ADMIN-24-001
1 = CapCom recommends out-year funding; TM recommends current year funding. 2 = Req. a plan; $50k prior approp. to cover interim; TM concurs.
$0.50M $0.00M
$0.50M $0.50M
$1.00M$0.50M
$1.50M $1.50M
$1.63M
$0.05M$0.05M
ADMIN-22-004
ADMIN-22-005
ADMIN-23-003
GENERAL FUND (cont.)
Town Administration (cont.)
Appendix A-5 of 7
Code Department/Request FY23
Request
CapCom
Rec.
Nobadeer Farm Road Housing Development-Design and OPM1
Project to construct two buildings each with 2 side by side duplex townhome type residences. The buildings will be constructed on a 5 acre
parcel on Nobadeer Farm Road adjacent to Park Circle. All zoning requirements have been met. Phase 1 for OPM and Design Costs only.
Construction is expected to cost roughly $5.5m. Further detail in Supplemental Docs.
Maintenance/Equipment/Vehicle Purchases
Request includes: Airport 11 replacement, now Compliance vehicle, new Parking Lot vehicle, a GPU, lav cart, tire dolly, maintenance trailer,
generator housing and golf carts. Where possible environmentally-friendly vehicles will be purchased. Please see supplemental documents
for detail.
TSA Flooring Replacement
Carpet in the TSA secure area is in need of replacement as it can no longer be cleaned. This project will replace carpet with vinyl flooring.
IT and Equipment Upgrades
Replacement of IT equipment such as server and multiple computers used by staff and for training purposes. Additionally, to replace
numerous company radios as a lot are older models and frequently found to not operate properly.
Paint and Beads & Rubber/Markings Removal
FAA Part 139 requires the airfield markings to meet certain standards. NMA has developed a multi-year plan to breakout the removal and
repainting of the airfield. FAA has stated during Part 139 inspections that there should not be more than 4 layers of paint on the
runway/taxiway before the layers need to be removed. This was previously performed by Mass DOT, but is now the responsibility of the
airport. This request is just for runway 6/24.
South Apron Noise Berm Construction1
Construct 15' foot high noise berm as part of the South Apron expansion to limit disturbance to nearby residents.
A220 Gate Hardstands
Demo existing hardstands servicing E190 aircraft in commercial apron and construct new hardstands to service A220 aircraft.
Gate 8/ Hangar 8 Paving
FY23 Request in relation to a change order to a current project. Requires 40,00 sq feet of paving between Gate 8 and Hangar 8. Possible
ASMP reimbursement.
Permitting for Airport Layout Plan (ALP) Update Projects and Runway 6-24 Reconstruction-AIP
Funding to complete the permitting process for Runway 6-24 reconstruction project and ALP update projects.
Commuter Apron Reconstruction-AIP
Reconstruction of commuter apron consisting of 122,300 sq feet located in the front of the terminal building.
Terminal Improvements-AIP
Proposed terminal improvements include: Front vestibule, Common-use ticket counters and IT backbone (ASMP 80/20).
Airport Rescue and Fire Fighting Truck-AIP
Purchase of an additional rescue and fire fighting truck due to change in classification and servicing larger aircraft.
Direct Digital Control System for Terminal Geothermal (Supplemental Funding)
Supplemental funding to Article 16 of 2020 ATM: Furnish and install new D.D.C. controllers for following systems: hot & chilled water system,
(5) Roof top units, 16 unit heaters - including new temp sensors, 20 fan powered boxes including new tamp sensors, (1) network controller,
(1) computer w/ 24" monitor. Bids have come in significantly higher than the original quote, therefore the supplemental funding request.
Airport Master Plan Update-AIP2
Review the Airport on a holistic basis to resolve existing air carrier and general aviation capacity constraints, non-standard conditions not
covered as part of the Geometry Study, and put a short-term and potentially long-term plan in place for NMA.
Airport Total:$22.19M $20.34M
Our Island Home Facility
Design and OPM ($8.5m) of a new Our Island Home facility. Scope of service provision and decisions about # of beds and private/shared
room ratio will all drive cost. Current construction rough cost estimate if $60-65m for a 50+ thousand sq foot facility
Scope and refined cost estimates will be facilitated by OPM. Cost estimates subject to change.
New generator with shed
Replace aging generator and expand shed housing the generator. Generator has a service expectancy of 30-35 years and the current
generator is 40 years old. Estimate to replace generator is $70,000. No estimate yet available for the replacement of the generator shed.
Also contemplated in this project is ensuring that the whole of the OIH building is supported by back-up power. Currently sections of the
building are not.
Our Island Home Total:$8.65M $8.65M
Surfside WWTF Membrane Upgrades (Supplemental Funding)
Prior Appropriation of $1.3m in FY17 (unspent, but required). Replace original GE Zenon Membranes with New LEEP Aeration system
membranes. Membranes have a life expectancy of 7-9 years. Current membrane >10 years old. Total membrane cost is ~$2.3m with
contingency.
Capacity, Management, Operation and Maintenance (CMOM)
7.20.21: $4.891m authorized but unspent.. (FY22: $2m; FY21: $.52m; FY20: $1.6m; FY19: $.15m; FY18: $.62m). Hazen and Sawyer currently
in design phase with work expected to start Fall of 2021. The body of work repairs/replacements) is informed by the last 3 years of CCTV
inspections. The CMOM program ensures the Town of Nantucket operates with best practice for sewer line collection system owners and
operators. Both comprehensive and holistic, the CMOM provides an information- based plan to effectively run the sewer collection system
and help lower the risk of any (SSO) Sanitary Sewer Overflows or Massachusetts Discharge Monitoring permit violations.
Water Tight Sewer Manholes (#F24)
This is the year 2 request of a 3 year program. Commence an island-wide program to upgrade traditional manhole covers with watertight
manhole covers where deemed necessary. Watertight manhole covers prevent discharge and inflow while suppressing odor. The program
will prioritize heavily-trafficked roads as well streets that experience regular flooding, with initial work expected to be on the truck route out
Washington Street from downtown. The request is for the purchase of 125 watertight covers on a phased basis. Installation will be
completed by the Sewer department. Finally, the importance of this remediation work was noted in the Sewer Master Plan and is reflected in
the Hazard Mitigation Plan.
Design of New Garage Maintenance Facility (Supplemental Funding)
This is for design of a new garage at SWTF which will provide maintenance bays as well as vehicle garaging and possibly administrative
offices and conference room. This was originally listed as garage with possible housing. This option is too costly. Under investigation is
leveraging GSA contracts it appears as though this process would be the most economical to build a Combination garage and admin facility in
one foot print. Request follows on the FY22 request for design. Supplemental funding is to cover increased design cost and to account for
OPM cost.
Our Island Home
Sewer
NMA-23-005
NMA-23-006
NMA-23-007
NMA-23-008
NMA-23-009
NMA-23-001
NMA-23-002
NMA-23-003
NMA-23-004
ENTERPRISE ACCOUNTS
Airport
$1.15M
$0.39M
$0.05M $0.05M
$0.39M
$0.00M
OIH-17-001
OIH-23-001
SEWER-18-001
SEWER-20-008
SEWER-21-005
NMA-23-010
NMA-23-011
NMA-23-013
NMA-23-014
NMA-23-015
SEWER-22-002 $0.50M $0.50M
$0.05M$0.05M
$1.00M
$0.36M
$1.30M$0.65M
$0.36M
$1.00M
$2.00M $2.00M
$1.00M$1.00M
$0.15M $0.15M
$8.50M$8.50M
$0.16M $0.16M
$0.73M$0.73M
$1.35M $0.00M
$1.10M $1.10M
$0.35M$0.35M
$0.50M $0.50M
$6.40M
$8.00M$8.00M
$6.40M
Appendix A-6 of 7
Code Department/Request FY23
Request
CapCom
Rec.
PFAS Removal and Treatment
In advance of PFAS limits, regulations and removal requirements for Wastewater, Biosolids (Sludge), Leachate and other potential waste
streams. Information and Budgeting requested from the vendor, 374Water. This would be a pilot program that could potentially lead to an
additional, larger capital request. A placeholder in FY25 for $10,000,000 reflects the possibility of the larger program.
SEWER-23-004 Replace Main Generator Radiator @SSWTF
Existing generator nearing end of life and exhibiting significant corrosion. New generator will be an external unit designed to resist erosion.
This type of generator is built for severe weather duty (e.g. use on ships).
Sewer Total:$6.15M $6.15M
Smart compacter waste receptacles
The Town uses smart trash receptacles in less frequented locations. Currently they exist in locations such as Nobadeer Athletic Complex,
Delta Fields, Coffin Park. These smart receptacles both compact trash and generate signals when they are full, thereby making the physical
collection more efficient. The request is for a combination of replacement receptacles as well as new, additional receptacles. The expected
lifespan of these receptacle is 6-9 years and many of the receptacles are at life-end.Materials Recovery Facility Improvements-Roof Replacement
Replacement of 27 year old roof which has large and numerous leaks. Gaps in roof are large enough to be visible from ground level. FY23
Request $332,000 (prior authorization $468,000); $100,000 reappropriation from A20 of 2020 ATM-Improve Floor Drain possible.
Vehicles-Staff: (3)3
Vehicles used for illegal dumping enforcement, plastic ban audits at restaurants and businesses, coastal plastics study required transport for
sampling and random trash collection. Also used for general transport around DPW facilities and meetings at Town facilities.
Materials Recovery Facility improvements-Upgrade restrooms and breakroom
General building improvement to original bathrooms (1990s). Long since overdue upgrade.
Materials Recovery Facility Improvements-New concrete pad and catwalk
Addition of a 3rd catwalk for public use providing additional capacity for waste stream drop-offs. Adjacent to current drop-off area. SWEF
already has the catwalk. This is primarily pad construction and installation of catwalk.
Take-It-or-Leave-It (TIOLI) Improvements-Move/install 131 Pleasant trailer at TIOLI4
Placeholder for moving trailer at end of 2022. This would greatly expand TIOLI capacity and provide bathroom facilities for staff. Estimate
based on previous trailer moves.
Take-It-or-Leave-It (TIOLI) Improvements-Replace roof and siding
Roof and siding in need of replacement. Roof leaks. Includes attendant shed and main shed.
Hard-To-Manage-Waste Building-New building
Storage space for tires, mattresses, air conditioners and electronics. In Nov 22 a waste ban goes into effect and these recyclable items must
be stored indoors. Building will also provides extra space for recycling and reuse programs.
Materials Recovery Facility Improvements-Replace MRF sprinklers
Replace existing sprinklers which are original to MRF building (mid 1990s). Safety upgrade.
Landfill-Repair site fences and gates (Landfill and TIOLI)
TIOLI fences and gates and general landfill perimeter fencing. Replace existing damaged fencing. Improves site security.
Landfill-Replace front gate
Gate is not automated and entry road has been expanded. Currently using temporary manual gate, but new automatic gate required for
safety access . Improves site security.
Storm Water Improvements-Pave composting pad/treat run-off
Improve storm water run-off quality and drainage around composting site. Paving will also help Improve compost quality and will help
minimize nitrogen loading as a result of composting process.
Materials Recovery Facility Improvements-Upgrade sorting station
Supplemental funding to Article 20 of 2020 ATM. Total project cost estimated at $800,000. There are 2 main aspects to this upgrade: 1:)
improve ventilation which improves safety of workers, and 2.) both feed conveyor and sorting conveyor are in need of replacement.
Materials Recovery Facility Improvements-De-bagger
Supplemental funding to Article 12 of 2019 ATM ($175,000). The de-bagger takes bags off waste streams and is primarily used for unbagging
haulers recycling bags. Without de bagger the bags contents cannot be sorted and as a result contents get shipped off island at a higher cost
to Town.
SWEF-23-019 Vehicle-Staff: (1) Replacement5 $0.00M $0.04M
Solid Waste Total:$3.15M $3.07M
Water Main extension-Delta and Nobadeer Playing Fields
This project is driven by multiple demands, including an upgrade to managing ball field irrigation which are currently on wells (of which
some are being tested for PFAS), improvements to Delta field snack bar and dugouts, the construction of the Nobadeer field house, and in
support of the Parks and Rec master plan. Delta Fields: There is a main on Sun Island Road which will be used a the connect point to bring it
in to the Delta field. The well at the Delta Field is used for the bathrooms, the snack shack and irrigation. Nobadeer: There is water into the
Nobadeer playing fields just up to the future field house area. The well there is used for irrigation only but pipes could be extended to irrigate
the fields easier than at Delta.
Wannacomet Total:$0.20M $0.20M
Note: ENTERPRISE ACCOUNTS SUBTOTAL:$40.34M $38.40M
1 = CapCom rec. out-year funding; TM rec. current year funding.
2 = FY24 scope adv., req. to commence work; total rev. to $1.3M.
3 = Moved to out-year by TM, as two vehicle request w/ one vehicle funded FY23 (see SWEF-23-019); CapCom concurs.
4 = $180K Reappropriation, $70K Free Cash
5 = Submitted by TM after process initiated, upon review of SWEF-23-004
GENERAL FUND & ENTERPRISE ACCOUNTS TOTALS:$100.25M $97.59M
Wannacomet Water Co.
Solid Waste
SWEF-23-005
SWEF-23-006
SWEF-23-007
SWEF-23-008
SWEF-23-009
SEWER-23-003
SWEF-23-002
SWEF-23-003
SWEF-23-004
SWEF-23-015
WANN-23-002 $0.20M $0.20M
$0.13M $0.13M
SWEF-23-010
SWEF-23-011
SWEF-23-012
SWEF-23-013
SWEF-23-014
$0.06M $0.06M
$0.35M $0.35M
$0.60M
$0.06M
$0.13M $0.13M
$0.06M
$0.60M
$0.30M $0.30M
$0.08M$0.08M
$0.12M $0.00M
$0.50M
$0.10M
$0.25M $0.25M
$0.10M
$0.50M
$2.50M$2.50M
$0.33M$0.33M
$0.15M $0.15M
$0.10M $0.10M
ENTERPRISE ACCOUNTS (cont.)
Sewer (cont.)
Appendix A-7 of 7
Dept. Code Request by Funding Source
CapCom
Rec.
FIRE FIRE-20-001 Advanced Life Saving Equipment $0.06M
FIRE FIRE-21-001 Replace Ambulance #3 $0.37M
FIRE FIRE-23-003 Replace Portable Radios $0.10M
Total Ambulance Reserve: $0.53M
ADMIN ADMIN-23-004 Senior Employee Housing Feasibility Study $0.50M
DPW - FAC. DPW-23-002 Parks and Rec Master Plan (Phase 1 of 3) $0.50M
DPW - TRAN.TRAN-17-001 Sidewalk Improvement Plan (SB Strategic Plan)$1.10M
DPW - TRAN.TRAN-19-009 Millie's Bridge Redesign w/Construction $0.50M
HAZ. MIT.NRD-23-002 Groundwater Mapping, Nutrient Flow Invest. - Harbor Watershed $0.90M
ADMIN ADMIN-22-005 Affordable Housing $1.63M
ADMIN ADMIN-23-006 Baxter Road Relocation Planning $1.50M
Total Borrowing:$6.63M
ADMIN ADMIN-23-003 New Vehicle-Parks and Rec Manager $0.05M
DPW-GNRL DPW-23-006 Fleet-Two Ford Rangers (Replacement)$0.10M
DPW-GNRL DPW-23-007 Fleet-Skid Steer Loader (Replacement)$0.07M
DPW-GNRL DPW-23-008 Fleet-Ford F350 (Replacement)$0.07M
DPW-GNRL DPW-23-009 Fleet-Ford F 550 (Replacement) $0.08M
DPW-GNRL DPW-23-010 Fleet-(Accessory)"Forestry Package" for Cat Skid Steer $0.05M
DPW-GNRL DPW-23-011 Fleet-Tandem Vibratory Roller (Replacement)$0.05M
DPW-GNRL DPW-23-013 Fleet- Mini Sweeper $0.12M
FIRE FIRE-19-002 Replace SCBAs $0.11M
FIRE FIRE-23-007 Replace Utility Truck $0.08M
FIRE FIRE-23-008 Utility Terrain Vehicle $0.05M
HEALTH HHS-23-001 Vehicles-Replacement (1), New (2) (1)$0.10M
NAT. RES.NRD-23-001 Vehicles- Replacement (1), New (1)$0.10M
Total Capital Exclusion:$1.02M
DPW - TRAN.TRAN-23-001 Milestone Bike Path Extension-Monomoy to Polpis $0.60M
DPW - TRAN.TRAN-23-002 Washington/Francis/Union Streets Intersections Improvements $0.50M
Total Chapter 90 Funds:$1.10M
ADMIN ADMIN-17-004 2 Fairgrounds Municipal Office Building $6.00M
ADMIN ADMIN-20-004 Seasonal Employee Housing $8.50M
ADMIN ADMIN-20-005 New Senior Center-Feasibility/Design/Construction $0.50M
ADMIN ADMIN-22-004 PFAS Groundwater soil investigation $2.00M
DPW - TRAN.TRAN-23-004 Pleasant Street Repaving with Improved Sidewalk-Silver to Main $2.00M
MARINE PUBL-23-007 Renovate/reconstruct Harbormaster Bldg. (Supplemental)$2.00M
POLICE PUBL-23-005 LORAN Seasonal Housing Repairs Phase II $4.50M
SCHOOL NPS-23-002 Campus-wide Improvements $16.40M
Total Debt Exclusion:$41.90M
FIRE FIRE-23-003 Replace Portable Radios $0.31M
Total FEMA Grant: $0.31M
Appendix B – Capital Requests by Funding Source
GENERAL FUND
FEMA Grant
Ambulance Reserve Fund
Borrowing1
Capital Exclusion2
Chapter 90 Funds
Debt Exclusion3
Appendix B-1 of 4
Dept. Code Request by Funding Source
CapCom
Rec.
ADMIN ADMIN-20-003 Town-Wide Document Management System $0.25M
ADMIN ADMIN-23-005 Coastal Resiliency Planning $0.50M
DPW - FAC. DPW-23-003 Jetties Beach tennis courts crack sealing $0.08M
DPW - FAC.DPW-23-004 Replace chain-link fence around the skate park $0.08M
DPW - TRAN.TRAN-17-002 Road improvements/Maintenance Island Wide (SBSP)$2.00M
DPW - TRAN.TRAN-20-001 Multi- Use Path Maintenance (SBSP)$0.25M
DPW - TRAN.TRAN-20-002 Cobblestone Improvements $0.53M
FIRE FIRE-23-005 Active Shooter Response (Protective Equipment)$0.08M
FIRE FIRE-23-006 Firefighting Foam-Disposal and replacement $0.11M
HAZ. MIT.HMP-22-003 Polpis Road/Sesachacha Pond Interim Hardening (HMP ID #F17)$0.25M
HAZ. MIT.HMP-22-005 Sediment Transport and Dredge Plan (#SC3)$0.55M
HAZ. MIT. HMP-23-004 5-Year Review of Natural Hazard and Hazard Mitigation Plans $0.15M
HAZ. MIT.HMP-23-009 Harbors Plan HMP Implementation (Year 2) (#SC2)$0.10M
HAZ. MIT.HMP-23-013 Miacomet Pond Dredging Design and Permitting $0.30M
IS/GIS ADMIN-17-001 Maintain Network Infrastructure $0.05M
IS/GIS ADMIN-17-002 Server Virtualization and Maintenance $0.08M
IS/GIS ADMIN-18-001 Replace Town Computers $0.06M
IS/GIS ADMIN-23-001 Replace Wireless Network $0.20M
MARINE PUBL-23-004 Marine Maintenance Building Phase 2 $0.40M
SCHOOL NPS-22-002 NPS Roof Replacements $0.25M
SCHOOL NPS-23-003 NPS Building Improvements $0.30M
POLICE PUBL-23-006 Replace and Upgrade Body Camera video system $0.49M
Total Free Cash:$7.04M
ADMIN ADMIN-23-005.s Coastal Resiliency Planning $0.50M
IS/GIS ADMIN-18-002 GIS Digital Imaging Updates $0.17M
Total Raise & Appropriate: $0.67M
GENERAL FUND SUBTOTAL:$59.18M
Notes:
3 = See Projected Taxpayer Impacts on pg. 5.
1 = Town Manager anticipates these may be funded w/in Prop. 2-1/2 Levy Limit
2 = See "Capital Exclusions" in Projected Taxpayer Impacts on pg. 5, which incl. request not shown here ("DPW-23-012 Fleet-Mechanic's Truck $0.12M") that CapCom
rec. for out-year funding, TM rec. current year.
4 = Funded by Annual Required Capital Investment (1% of prior year's total Local Receipts + 1% of prior year's total collected Real Estate & Personal Property Taxes) =
$1,070,000.00 (FY23)
Free Cash
Raise & Appropriate4
GENERAL FUND (cont.)
Appendix B-2 of 4
Dept. Code Request by Funding Source
CapCom
Rec.
AIRPORT NMA-23-002 Maintenance/Equipment/Vehicle Purchases $0.39M
AIRPORT NMA-23-004 IT and Equipment Upgrades $0.16M
AIRPORT NMA-23-005 Paint and Beads & Rubber/Markings Removal $0.73M
AIRPORT NMA-23-007 A220 Gate Hardstands $1.10M
AIRPORT NMA-23-009
Permitting - Airport Layout Plan Update Projects and Runway 6-24
Reconstruction-AIP 2 (typ.)$0.50M
AIRPORT NMA-23-010 Commuter Apron Reconstruction-AIP $6.40M
AIRPORT NMA-23-011 Terminal Improvements-AIP $8.00M
AIRPORT NMA-23-013 Airport Rescue and Fire Fighting Truck-AIP $1.00M
AIRPORT NMA-23-014
Direct Digital Control System for Terminal Geothermal (Supplemental
Funding)$0.36M
AIRPORT NMA-23-015 Airport Master Plan Update-AIP $1.30M
SEWER SEWER-18-001 Surfside WWTF Membrane Upgrades (Supplemental Funding)$1.00M
SEWER SEWER-20-008 Capacity, Management, Operation and Maintenance (CMOM)$2.00M
SEWER SEWER-22-002 Design of New Garage Maintenance Facility (Supplemental)$0.50M
SEWER SEWER-23-003 PFAS Removal and Treatment $2.50M
SLD. WASTE SWEF-23-009 Hard-To-Manage-Waste Building-New building $0.50M
SLD. WASTE SWEF-23-013 Storm Water Improvements-Pave composting pad/treat run-off $0.60M
AIRPORT NMA-23-003 TSA Flooring Replacement $0.05M
AIRPORT NMA-23-008 Gate 8/ Hangar 8 Paving $0.35M
Total Borrowing:$27.44M
SLD. WASTE SWEF-23-019 Vehicle-Staff: (1) Replacement $0.04M
Total Capital Exclusion:$0.04M
OIH (E)OIH-17-001 Our Island Home Facility $8.50M
Total Debt Exclusion:$8.50M
SLD. WASTE SWEF-23-002 Smart compacter waste receptacles $0.15M
SLD. WASTE SWEF-23-003 Materials Recovery Facility (MRF)-Roof Replacement $0.33M
SLD. WASTE SWEF-23-005 MRF-Upgrade restrooms and breakroom $0.08M
SLD. WASTE SWEF-23-007 TIOLI-Move/install 131 Pleasant trailer at TIOLI $0.07M
SLD. WASTE SWEF-23-010 MRF-Replace MRF sprinklers $0.06M
SLD. WASTE SWEF-23-011 Landfill-Repair site fences and gates (Landfill and TIOLI)$0.13M
SLD. WASTE SWEF-23-012 Landfill-Replace front gate $0.06M
SLD. WASTE SWEF-23-014 MRF-Upgrade sorting station $0.35M
SLD. WASTE SWEF-23-015 MRF-De-bagger $0.13M
Total Free Cash: $1.35M
SLD. WASTE SWEF-23-006 MRF-New concrete pad and catwalk $0.30M
SLD. WASTE SWEF-23-008 Take-It-or-Leave-It (TIOLI)-Replace roof & siding $0.10M
Total Raise & Appropriate:$0.40M
SLD. WASTE SWEF-23-007 TIOLI-Move/install 131 Pleasant trailer at TIOLI $0.18M
Total Reappropriation: $0.18M
ENTERPRISE ACCOUNTS
Borrowing1
Capital Exclusion3
Debt Exclusion3
Free Cash
Raise & Appropriate
Reappropriation
Appendix B-3 of 4
Dept. Code Request by Funding Source
CapCom
Rec.
OIH (E)OIH-23-001 New generator with shed $0.15M
SEWER SEWER-21-005 Water Tight Sewer Manholes (#F24) $0.05M
SEWER SEWER-23-004 Replace Main Generator Radiator @SSWTF $0.10M
WATER WANN-23-002 Water Main extension-Delta and Nobadeer Playing Fields $0.20M
Total Retained Earnings:$0.50M
ENTERPRISE ACCOUNTS SUBTOTAL:$38.40M
Notes:
3 = See Projected Impacts on pg. 5.
GENERAL FUND & ENTERPRISE ACCOUNTS TOTALS: $97.59M
1 = Typically paid by user fees (unless a General Funds subsidy is required; if such subsidy is required, prior to the issuance of debt, individual projects must be analyzed
for impact on tax rates).
2 = AIP Grant funding sought to pay up to 90% cost; MASSPORT funding may be available to cover up to 5%
ENTERPRISE ACCOUNTS (cont.)
Retained Earnings
Appendix B-4 of 4
Code Dept./Request
Prior
Appropriation Expended Balance
TRAN-17-001 Sidewalk Improvement Plan (SB Strategic Plan)$3.09M $1.70M $1.39M
TRAN-17-002 Road improvements/Maintenance Island Wide (SBSP)$4.58M $4.58M $0.00M
TRAN-19-009 Millie's Bridge Redesign w/Construction $0.25M $0.23M $0.02M
TRAN-20-001 Multi- Use Path Maintenance (SBSP)$0.71M $0.43M $0.28M
TRAN-20-002 Cobblestone Improvements $0.50M $0.25M $0.25M
FIRE-19-002 Replace SCBAs $0.28M $0.28M $0.00M
FIRE-20-001 Advanced Life Saving Equipment $0.15M $0.00M $0.15M
HMP-23-009 Harbors Plan HMP Implementation (Year 2) (#SC2)$0.10M $0.00M $0.10M
Admin-23-005 Coastal Resiliency Planning $0.55M $0.55M $0.00M
ADMIN-17-001 Maintain Network Infrastructure $0.40M $0.06M $0.34M
ADMIN-17-002 Server Virtualization and Maintenance $0.08M $0.07M $0.00M
ADMIN-18-001 Replace Town Computers $0.22M $0.17M $0.05M
ADMIN-18-002 GIS Digital Imaging Updates $0.18M $0.15M $0.02M
PUBL-23-004 Marine Maintenance Building Phase 2 $0.50M $0.37M $0.12M
PUBL-23-007 Renovate/reconstruct Harbormaster Building (Supplemental)$3.45M $0.35M $3.10M
OIH-17-001 Our Island Home Facility $1.00M $0.73M $0.27M
PUBL-23-005 LORAN Seasonal Housing Repairs Phase II $0.50M $0.25M $0.25M
NPS-23-002 Campus-wide Improvements $1.11M $0.00M $1.11M
NPS-23-003 NPS Building Improvements $0.90M $0.70M $0.20M
ADMIN-20-003 Town-Wide Document Management System $0.60M $0.21M $0.39M
ADMIN-20-004 Seasonal Employee Housing $0.30M $0.00M $0.30M
ADMIN-20-005 New Senior Center-Feasibility/Design/Construction $0.15M $0.12M $0.03M
ADMIN-22-004 PFAS Groundwater soil investigation $0.75M $0.59M $0.16M
ADMIN-22-005 Affordable Housing $1.63M $1.20M $0.43M
Code Dept./Request
Prior
Appropriation Expended Balance
SEWER-18-001 Surfside WWTF Membrane Upgrades (Supplemental)$0.00M $0.00M $0.00M
SEWER-20-008 Capacity, Management, Operation & Maintenance (CMOM)$11.75M $7.05M $4.70M
SEWER-21-005 Water Tight Sewer Manholes (#F24)$0.05M $0.00M $0.05M
SEWER-22-002 Design of New Garage Maintenance Facility (Supplemental Funding)$0.33M $0.00M $0.33M
SWEF-23-003 MRF Improvements-Roof Replacement $0.47M $0.00M $0.47M
SWEF-23-014 MRF Improvements-Upgrade sorting station $0.57M $0.11M $0.45M
Appendix C- Appropriations & Expenditures to-date (FY23 Capital Requests)
GENERAL FUND
Fire Department
DPW - Transportation
Our Island Home (G)
Solid Waste
Sewer
Marine Department
IS/GIS
Hazard Mitigation
Police Department
School Department
Town Administration
ENTERPRISE FUND
1 Appendix C-1 of 1
Year Rate
1971 $73.00
1972 $73.00
1973 $38.00
1974 $82.00
1975 $86.00
1976 $90.00
1977 $115.00
1978 $129.00
1979 $134.00
1980 $128.00
Residential $$ Value of
Residential Open Spac Com/Ind/PP Exemption Exemption CPA
1981 $8.60 $6.87 $12.94 10,000 $86.00
1982 $8.88 $6.85 $13.03 10,000 $88.80
1983 $6.34 $6.20 $9.45 11,967 $75.87
1984 $6.90 $6.76 $10.98 12,000 $82.80
1985 $7.17 $7.02 $11.34 12,004 $86.07
1986 $4.03 $3.96 $6.37 20,363 $82.06
1987 $4.67 $4.61 $7.44 17,485 $81.65
1988 $5.54 $5.47 $8.88 17,383 $96.30
1989 $4.03 $3.91 $7.66 63,666 $256.57
1990 $4.30 $4.17 $8.16 63,972 $275.08
1991 $4.52 $4.44 $8.68 61,771 $279.20
1992 $5.41 $5.31 $10.35 51,608 $279.20
1993 $6.26 $6.12 $11.89 44,585 $279.10
1994 $6.34 $6.20 $12.40 44,889 $284.60
1995 $6.56 $6.40 $12.42 45,235 $296.74
1996 $6.58 $6.42 $12.47 46,052 $303.02
1997 $6.74 $6.53 $12.58 59,456 $400.73
1998 $5.25 $5.08 $9.71 80,598 $423.14
1999 $5.83 $5.62 $10.71 87,689 $511.23
2000 $5.77 $5.55 $10.57 89,600 $516.99
2001 $3.94 $3.79 $7.14 151,337 $596.27
2002 $4.21 $4.05 $7.62 153,165 $644.82 $19.34
2003 $3.42 $3.29 $6.11 210,261 $719.09 $21.57
2004 $3.13 $3.00 $4.73 245,258 $767.66 $23.03
2005 $3.30 $3.16 $4.99 248,178 $818.99 $24.57
2006 $2.84 $2.73 $5.06 316,472 $898.78 $26.96
2007 $2.49 $2.39 $4.46 376,097 $936.49 $28.09
2008 $2.67 $2.56 $4.77 374,402 $999.65 $29.99
2009 $2.76 $2.65 $4.92 375,319 $1,035.88 $31.08
2010 $3.01 $2.88 $5.35 360,135 $1,084.01 $32.52
2011 $3.58 $3.42 $6.41 304,992 $1,091.87 $32.76
2012 $3.62 $3.46 $6.47 297,869 $1,078.29 $32.35
2013 $3.67 $3.51 $6.51 303,664 $1,114.45 $33.43
2014 $3.76 $3.60 $6.68 299,187 $1,124.94 $33.75
2015 $3.61 $3.45 $6.38 336,917 $1,216.27 $36.49
2016 $3.36 $3.22 $5.93 362,525 $1,218.08 $36.54
2017 $3.39 $3.24 $5.99 373,635 $1,266.62 $38.00
2018 $3.53 $3.34 $5.97 486,050 $1,715.76 $51.47
2019 $3.36 $3.20 $5.71 518,251 $1,741.32 $52.24
2020 $3.45 $3.29 $5.86 528,618 $1,823.73 $54.71
2021 $3.63 $3.43 $6.30 522,914 $1,898.18 $56.95
2022 $3.74 $3.53 $6.40 541,019 $2,023.41 $60.70
Appendix D – Town of Nantucket Tax Rate History
Note: In FY 1981 Nantucket was one of the first communities to classify property according to use, conduct a full
revaluation of all properties and adopt a split tax rate and residential exemption.
Fiscal Yr Rates
Appendix D-1 of 1
PROJECT INTRODUCTION
Department: Submittal Date:
Project Title: Contact Person:
Project Summary:
Project Location:
Project related to other depts/agencies, explain:
CLASSIFICATION
Type: (Check all applicable)Nature: (Check all appliable)
Land or Land Improvements New Asset--if new operation too, explain:
Building or Building Improvement Upgrade/Improvement
Infrastructure Replacement
Outdoor Asset (park, playing fields, etc.) Renovate/Repair
Soft Cost (design, study, plans, permitting) Decommissioning
Vehicles (on or off-road, specialty) Heritage/Culture/Legacy/Tradition
Equipment, Machinery, Fixture, Furniture (long-life, durable) Purchase
Intangible (software, other licenses, permits, covenants) Lease
PRIORITIZATION
Low/Elective - Dept quality or functional enhancement if funding permits
Med./Recommended - Dept necessary functions impaired -- explain:
High/Required - Dept mission critical -- explain:
(Check all applicable)
Imminent threat to public safety or property, explain:
Preservation of operations
Legal requirement of Federal, State or Local agencies
Improvement to infrastructure
Improvement in the efficiency and effectiveness of service delivery, explain:
Alleviation of an overstressed/overburdened situation
Supports strategic plan (i.e. master plan, housing prod. plan, facilities maint plan, CWMP, etc.)
Results in lower energy consumption
Results in lower operations and maintenance costs
Phased funding/included in a prior year's budget
Scheduled replacement (i.e. motor vehicles, roofs, computers)
Placeholder -- explain:
COSTS & FUNDING
Basis for Cost:
Source of Quote or Estimate:
Informal (name source):
Comparable Valuation
Historic Reference
Other -- explain:
Quote (written)
Bid
Cost Breakdown:
$ Amounts (±)FY19 FY20 FY21 FY22 FY23 Totals
Land -$ -$ -$ -$ -$ -$
Aquisition Cost(s):
± Appraisal(s) -$ -$ -$ -$ -$ -$
± Survey(s) -$ -$ -$ -$ -$ -$
Other Legal: -$ -$ -$ -$ -$ -$
Design -$ -$ -$ -$ -$ -$
Appendix E - Capital Project Request Form
(Specimen of data fields within Capital Request Database)
Town of Nantucket
FY____ Capital Project Request Form
If not funded, Alternative Action available--explain:
Minor Major
Appendix E-1 of 2
Permitting -$ -$ -$ -$ -$ -$
Construction -$ -$ -$ -$ -$ -$
Equipment or Fixture: -$ -$ -$ -$ -$ -$
±Installation Cost(s) -$ -$ -$ -$ -$ -$
±Trade-in/Redemption Cost(s) -$ -$ -$ -$ -$ -$
OPM (Owner's Project Manager) -$ -$ -$ -$ -$ -$
O+M or Post-Const. -$ -$ -$ -$ -$ -$
Disposal -$ -$ -$ -$ -$ -$
Contingency -$ -$ -$ -$ -$ -$
Financing -$ -$ -$ -$ -$ -$
Insurance -$ -$ -$ -$ -$ -$
Other, explain in cost doc. -$ -$ -$ -$ -$ -$
Total -$ -$ -$ -$ -$ -$
'Green' Component(s): -$ -$ -$ -$ -$
Compliance requirement: -$ -$ -$ -$ -$
Explain:
Net effect on Operating Budget:FY19 FY20 FY21 FY22 FY23 Totals
Maintenance Cost -$ -$ -$ -$ -$ -$
Personnel Cost -$ -$ -$ -$ -$ -$
Utilities -$ -$ -$ -$ -$ -$
Total -$ -$ -$ -$ -$ -$
Maintenance Plan: FY19 FY20 FY21 FY22 FY23 Totals
Annual Cost -$ -$ -$ -$ -$ -$
Total -$ -$ -$ -$ -$ -$
Anticipated Useful Life:
Average Use Hrs/Day (approx.):
Annual Days-in-use (approx.):
Outsourcing Alternative(s) Applicable( Yes/No) -- explain:
Project Manager:
Other Departments Involved in the Project:
Timeline (leading to anticipated completion date):
FY19 FY20 FY21 FY22 FY23
Procurement -- -- -- -- --
Aquisition -- -- -- -- --
Design -- -- -- -- --
Permitting -- -- -- -- --
Construction -- -- -- -- --
Substantial Comp. -- -- -- -- --
Full Completion -- -- -- -- --
One-time:
Decommission -- -- -- -- --
Removal -- -- -- -- --
Installation -- -- -- -- --
Final Delivery -- -- -- -- --
SUPPLEMENTAL DOCUMENTS REQUIRED
PROJECT TIMELINE
Detailed Project Description and Photos
Basis for Cost
Documentation for Operating Budget Impact
Summary Plan for Maintenance
Appendix E-2 of 2